This case study indicates how Jameson, a whisky brand, developed a campaign to engage locally with US consumers and bars to increase sales and brand awareness.

Fighting in a crowded market, Jameson wanted to cash in on its biggest holiday – St Patrick's Day – by lauding its most popular drinking format, the shot glass, and reconnecting with the local bars that made them famous.

Jameson rolled out a first pre-roll campaign with a teaser video fed through paid and owned social media, followed by a 3D video ad and tailored content co-created with influencers in local advertising platforms.

The third campaign stage focused on calling consumers to share their Jameson's shotglass pictures as the holiday began, and fed those images back on social media using geo-fencing features.

This activity maintained user engagement after the holiday – the final tier of the campaign – and sales increased by more than 20%.

2

Johnnie Walker Houses

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Design Business Association, Gold, Design Effectiveness Awards, 2016

This case study describes how Diageo established Scotch whisky as part of a sophisticated and luxurious lifestyle in China by creating an embassy for whisky culture: The Johnnie Walker House.

This case study describes how Diageo established Scotch whisky as part of a sophisticated and luxurious lifestyle in China by creating an embassy for whisky culture: The Johnnie Walker House.

The key problem was that whisky was not seen as a luxury beverage in China in comparison with the more established drinks of Cognac and Baijiu.

LOVE created an unprecedented ultra-VIP luxury brand experience space for Johnnie Walker in Shanghai that included layered narratives, art installations and interactive experiences.

The result was the establishment of 10 other Johnnie Walker Houses – including one in Beijing – increased brand awareness from 74% in Q1 2013 to 97% in Q1 2015 and a year-on-year footfall increase of 20%.

3

Tanqueray No. TEN: Letting the liquid shine

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Design Business Association, Gold, Design Effectiveness Awards, 2016

This case study describes how Diageo redefined the positioning and redesigned the primary packaging to grow the Tanqueray No.

This case study describes how Diageo redefined the positioning and redesigned the primary packaging to grow the Tanqueray No.

Ten brand in a highly crowded market.

Despite the revival of interest in gin, the performance of the global gin category was largely flat and Diageo was losing its share of the market.

Diageo set out on a $190,000 redesign of the Tanqueray No.

Ten bottle inspired by Art Deco-era cocktail shakers and in celebration of the iconic martini embraced by the public in the Jazz age.

The new bottle was designed to shine with a luxurious allure that emphasises the key point of difference from its competitors – that it is a super-premium gin distilled with whole fresh citrus – and allows it to tell its unique story.

The change achieved a 32% increase in growth for Tanqueray No.

Ten in 2014 (compared to a global category growth of 0.2%) and a 350% growth in category investment.

This paper describes a research project for Diageo, the drinks company, which sought to gain a better understanding of women in order to engage them with its brands.

Research took place in Brazil, Mexico and the United States, involving discussion groups, anthropology, cultural insight and semiotics, to reveal the "secret language" of women.

Six cultural principles from the research helped develop Diageo's brand communication to women: use the power of aesthetics, tell engaging stories, draw on women's relationships, help them "be good", provide opportunities for success, and listen and talk to them.

Insights from the research have impacted many of Diageo's brands globally: the marketing of Guinness now reflects the importance of women to the brand; the launch of SNAPP in Africa is specifically designed for women; and US actress Christina Hendricks is now a spokesperson for the whiskey brand, Johnnie Walker.

This case study details a campaign by Beam-Suntory, the alcoholic drinks company, which increased sales of 'ready to drink' (RTD) products in Australia over a four year period.

Recent tax rises meant the price of Beam-Suntory's products had increased by 70%, and at the same time Australians were drinking less.

The company wanted to find a drink that would rival beer as a 'sessionable' drink, and settled on Canadian Club (a rye whiskey) mixed with dry ginger - which was not well known, but had a strong core following.

Campaign visuals implied the drink was 'refreshing', and ads were focussed on the 'path to pub', as Beam-Suntory knew most people decided what to drink on the way.

Honing this approach over several years increased sales by over 33% nationally.

6

Breakthrough innovation report: Southeast Asia

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Tobias Puehse, Nielsen, March 2015

This article introduces Nielsen's Breakthrough Innovation Report for Southeast Asia, which reviewed more than 2,500 consumer product launches across key Southeast Asia markets in order to identify innovation success.

This article introduces Nielsen's Breakthrough Innovation Report for Southeast Asia, which reviewed more than 2,500 consumer product launches across key Southeast Asia markets in order to identify innovation success.

35 product launches were selected as meeting the requirements of distinctiveness, relevance and endurance.

Lessons learnt from the project include that breakthrough innovation is possible in any company, country and category, and that organisations can perform much better when they are focused more on consumer needs rather than on driving production scale.

The report found that breakthroughs succeed by changing category dynamics rather than conforming to them.

7

Johnnie Walker Collection packaging

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Design Business Association, Gold, Design Effectiveness Awards, 2015

This case study demonstrates how a new design transformed Johnnie Walker Collection, a set of four miniature JW whisky bottles, into a highly desirable gift pack.

This case study demonstrates how a new design transformed Johnnie Walker Collection, a set of four miniature JW whisky bottles, into a highly desirable gift pack.

The total Scotch whisky market decreased by 0.8% in 2013 compared to 2012 and JW wanted to create increased desire for its JW Collection.

A redesign of the packaging aimed to make the product more premium in appearance and address issues with the previous design such as an overlapping front flap which took up unnecessary space when displayed on the shelf.

This article describes research by Diageo, the alcoholic drinks manufacturer, which analysed why perfume marketing was successful in targeting women, and how the company could replicate this success.

Qualitative research including visits to perfume manufacturers and retailers, and analysis of communications were used.

It was found that perfume marketing is successful because it taps into cultural trends, reacting in a playful way to the world around it.

11

Luxury brand marketing: Making a luxury brand

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Nir Wegrzyn, Admap, November 2013, pp. 24-26

This article discusses the nature of desire and how this relates to luxury brands. People engage with brands to help them engage with the world: to reflect experiences and frame how they want to be perceived. View Summary

This article discusses the nature of desire and how this relates to luxury brands. People engage with brands to help them engage with the world: to reflect experiences and frame how they want to be perceived. Luxury brands embody aspirations and desires, and as such cannot be everyday. The article describes key components that create a luxury brand, including price, differentiation, waiting lists, framing and irrationality. It is argued that despite the change in public discourse due to economic difficulties, the desire for luxury brands will continue.

12

Optimizing the Amount of Entertainment in Advertising: What's So Funny about Tracking Reactions to Humor?

Humor and other entertaining content, as opposed to demonstrations of product features and “selling,” are increasingly used in advertising, such as TV commercials, to attract and keep consumers’ attention. View Summary

Humor and other entertaining content, as opposed to demonstrations of product features and “selling,” are increasingly used in advertising, such as TV commercials, to attract and keep consumers’ attention. This study uses facial tracking to explore how marketers can best use entertainment in ads to increase their effectiveness in increasing intent to purchase. The findings suggest that the optimal amount of entertainment differs by type of entertainment and target group, but not by product category, and confirms that the funniest ads are not necessarily the most effective.

This case study describes a campaign in India for Vat 69, a Diageo-owned Scotch whisky, which sought to improve the brand's image amongst younger consumers. Once a powerful symbol of rugged cool, Vat 69 had failed to keep step with a rapidly changing India. It was imperative to make the brand cool again, and drive affinity and relevance with today's Scotch drinker. Vat 69 decided to stop being insecure about its past as a Bollywood smuggler's choice of Scotch. Instead, Vat 69 created the Vat Man: an all-man, larger-than-life, over-the-top central character who paid homage to the Bollywood villain of yesteryear who made Vat 69 iconic in the first place. The result: putting Vat 69 back on the path to national iconicity drove brand affinity, distinctiveness and popularity.

This best practice paper outlines five tactics that marketers of alcoholic drinks can employ to differentiate themselves in market and achieve a premium price positioning. View Summary

This best practice paper outlines five tactics that marketers of alcoholic drinks can employ to differentiate themselves in market and achieve a premium price positioning. These include the use of: trendy ingredients; celebrity endorsement; engagement via events and social media; stylish packaging; and exclusivity.

This report discusses how Smirnoff, Diageo's vodka brand, engages millennial consumers with a combination of experiential and digital touchpoints. It is based on a presentation to the ARF's Audience Measurement conference by Oscar Martinez, the brand's global director of consumer planning. Smirnoff's Nightlife Exchange Project in 2010 allowed its Facebook fans in 14 nations to identify the best elements of night out in their own country, which were then utilised to create a themed event staged in one of the other featured markets. In 2011, it was extended to more than 50 countries. In 2012, its "Midnight Circus" initiative drove an 18% expansion in Smirnoff's fanbase on Facebook. A key term for Smirnoff is "magic", a concept that it tries to inject into the experiences its offers, such as its "Dance 4 Madonna" competition. The brand has employed a range of research techniques, including online surveys and sentiment analysis of social media output, to create an individual tone of voice that resonates with millennials.

17

Achieving Reach in a Multi-Media Environment: How a Marketer's First Step Provides the Direction for the Second

Do the audiences reached by different media touchpoints match category user profiles? Does a second media touchpoint help reach a new audience? To provide answers, the current study analyzed 16 touchpoints across 23 data sets. View Summary

Do the audiences reached by different media touchpoints match category user profiles? Does a second media touchpoint help reach a new audience? To provide answers, the current study analyzed 16 touchpoints across 23 data sets. Audiences reached by television, gift-packs, in-store displays, and outdoor advertisements closely matched category user profiles. Most other media skewed to heavy category users. Positive word of mouth and social media also skewed to heavy brand users. This knowledge can help advertisers select media to reach certain types of buyers. Analysis of media pairs also revealed that second touchpoints tended to add more duplicate than new audience. Therefore, media should be added only after exhausting the capacity of the first media to achieve cost-efficient reach.

Much of the confrontational efforts in the last four decades regarding the reduction of alcohol consumption have focused on the advertising of alcohol beverages. View Summary

Much of the confrontational efforts in the last four decades regarding the reduction of alcohol consumption have focused on the advertising of alcohol beverages. Critics of alcohol beverage advertising argue that the amount and substance of the alcohol advertising results in increased consumption of those beverages. A good deal of the research that supports this viewpoint utilises either cross-sectional data or controlled experiments, and identifies advertising as one of the possible factors influencing alcohol consumption. Using time-series analyses, this manuscript examines the relationship between distilled spirits advertising expenditures and consumption in the US from 1971 to 2008 on an aggregate and brand level. This four-decade period is especially interesting because it includes a decade in which the spirits industry ended a voluntary ban of advertising on electronic media.

Diageo-owned whisky brand Johnnie Walker was seeing the whisky market decline after the global economic downturn. In response, the brand sought to position itself as a premium brand, despite it not being a new or an expensive product, in order to attract its target audience of men aged between 25 and 35. The campaign involved a film project featuring blogger Han Hao capturing thoughts on dreams and progress from Chinese ‘progressives’ which was designed to encourage conversation with other bloggers and blog readers. Eleven films were also created about the progress of eleven new ‘progressives’, which were launched on the Johnnie Walker blog. The campaign was also promoted using TV, online and PR channels and led to a 12.5% increase in growth.

20

Smirnoff 'Nightlife': How a social media and experiential strategy renewed Diageo’s vodka brand

Describes the launch and development of Smirnoff vodka's 'Nightlife' initiative, a global campaign driven by social media and experiential, night-clubbing events. View Summary

Describes the launch and development of Smirnoff vodka's 'Nightlife' initiative, a global campaign driven by social media and experiential, night-clubbing events. Speaking at the ANA's Digital and Social Media Conference, Michelle Klein of Diageo said she wanted a campaign that went beyond 'click and share' to immerse consumers in the brand and actually drive sales. The 2010 launch saw consumers in 50 countries voting for their favourite local nightclub via social media, culminating in 14 national winners hosting an event featuring the best elements of their club in another country. In partnership with MTV networks, it generated 1.8 bn media impressions. In 2011, the campaign took a celebrity-led approach by creating a dance competition judged by Madonna. The 2012 campaign involves RFID-enabled wristbands to automatically post partygoers’ activities to a digital diary on Facebook during a specific night in November.

21

Bundaberg Rum: Watermark

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Cannes Creative Lions, Winner, Creative Effectiveness Lions, 2012

After devastating floods in Queensland, Australia, local distillery Bundaberg Spirits wanted to accelerate the recovery process by boosting community spirit and raising funds for rebuilding.

Broadcast association can bestow stature and legitimacy on brands, as demonstrated by Gordon Gin's partnership with TV chef Gordon Ramsay. Baileys may have seemed an unlikely sponsor for Sex and the City, but in fact it transformed viewers' perceptions of the brand. The longer a sponsorship has to establish and maintain the relationship between the programme and the brand, the better. However, for TV sponsorships to really work hard they should be activated across a wide number of consumer touchpoints.

23

Johnnie Walker – From whisky producer to global icon: the story of 'Keep Walking'

Johnnie Walker has an almost unparalleled global reach, but - in spite of its title as 'The world's most popular whisky' - had also hit a sales decline, with its market share beginning to fall. View Summary

Johnnie Walker has an almost unparalleled global reach, but - in spite of its title as 'The world's most popular whisky' - had also hit a sales decline, with its market share beginning to fall. The 'Keep Walking' campaign transformed the brand from being a well-known whisky producer into a global icon, based on the simple, but powerful, proposition of reinventing the 'striding man' on its bottles. The campaign has run in over 120 countries, and has produced sales growth of around 48% in its first eight years, generating some $2.21 billion in incremental sales.

24

The Glenmorangie Company: Ardbeg Corryvreckan

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Direct Marketing Association - US, Gold Award, 2008

The Glenmorangie Company enticed drinkers of its Ardbeg whiskey with a legend from the isle of Islay, where Ardbeg is produced. View Summary

The Glenmorangie Company enticed drinkers of its Ardbeg whiskey with a legend from the isle of Islay, where Ardbeg is produced. A mailing directed recipients to a microsite, to learn the story of a Viking prince who spent three days and nights in the Corryvreckan whirlpool to gain the hand of the daughter of Islay's Lord of the Isles. The site featured a handsome animation of the first chapter, narrated by an Islay native. In the following two weeks, the remaining two chapters were posted. The island's charming tale sold out a limited edition bottle of Ardbeg, collected 2,000 new names, and lifted the site's homepage traffic 103%!

This 2000-06 campaign for Bundy (Bundaberg Rum) focused on its trademark character, the Bundy Bear (the mate every Australian man wants to have), which through advertising became the personification of the brand. View Summary

This 2000-06 campaign for Bundy (Bundaberg Rum) focused on its trademark character, the Bundy Bear (the mate every Australian man wants to have), which through advertising became the personification of the brand. The objective was to become the number one RTD spirit brand in Australia by facilitating national pride and being relevant to everyday drinking occasions. In the first phase, 2000-03, the Bundy Bear idea was developed alongside sport sponsorship and TV advertising, and a 462% incremental ROI was achieved, alongside 88% awareness. From 2000-05, the second phase, this was extended further to achieve brand leadership, with the result that Bundy took the number one position for the first time in 2004, took share from beer as well as from direct competition, and achieved an ROI of $11.57 per $1 spent. In the third phase, 2005-06, the brand had to fight against renewed competition and new launches. The same strategies were intensified, and results included ROI of $7.54 per $1 spent; positive recognition and approval of the advertising; Bundy becoming the clear market leader in Rum RTD, with a 95% share; and sales increases at the expense of the competition.